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This paper aims to present a model to incentivize sustainable performance (SUP) in small- and medium-sized tourism by strengthening inner relations to adapt to a complex environment.

The authors adopted the systemic approach complementing analytic, tourism, partial least squares path modeling (PLS-PM), social network analysis (SNA) and systemic approach tools as follows: frame the problem through the soft systems methodology and SNA and identify the conflicting relationships; apply PLS-PM to validate the model; and propose new interactions for small- and medium-sized enterprises conducive to SUP based on the viable system model.

Considering the results, the authors pinpointed factors and relationships managers can address to foster SUP, highlighting the need to reinforce feedback loops and reduce inconsistencies between primary operations with coordination and management mechanisms.

This work is limited to the organizational domain. Although the results apply to the Mexican context, this could be overcome using methodological complementarity to extend the ideas to other organizations.

This study invites discussing methods and viewpoints for rethinking SUP because of multiple factors. This requires adopting methodological complementarity to generate alternatives and reconfiguring inner organizational interactions.

The model captures minimum but sufficient components advising leaders about SUP. This proposal differs from previous studies because it suggests exploiting methodological complementarity to capture the insights of key operative actors to conceive the model. Hence, the authors suggest new relations among organizational factors so managers can develop strategies for adaptability.

Small- and medium-sized enterprises (SMEs) mainly rely on their structure and internal networks to achieve their goals and remain competitive. However, their limited internal capabilities and complex environments can hinder their stability. Thus, this study evaluated the relationships among specific factors toward fostering organizational resilience (OR) in tourism SMEs.

A multi-methodological approach was adopted to address this research study, including (1) social network analysis (SNA) to formulate the conceptual model and (2) construct validation through partial least squares path modeling (PLS-PM).

The six proposed hypotheses were supported. These results suggest that addressing these variables and relationships after considering management style and people development as critical factors can foster OR in tourism SMEs.

The ideas that were developed were constrained to the organizational domain. Although the results apply to the Mexican context, this limitation can be offset by extending the proposal to other emergent regions or organizations. This can also increase the generalization of the results and foster improvements in the approaches applied.

Academics and managers must rethink resilience as the final state generated by multiple factors. This requires reconfiguring inner organizational interactions, providing more autonomy to operative units, reinforcing business intelligence and improving feedback mechanisms.

This research study contrasts previous studies because it proposes that SNA be exploited to avail of the advantages it confers in designing the conceptual model. In this regard, we present new relationships to promote OR and provide new avenues in order to improve the analysis of adaptation processes.

Organizations depend on multiple factors to maintain competitiveness and continuously adapt to the environment. Managers must know how to implement strategies while motivating the commitment of those involved. This study aims to present a model for prioritizing factors to promote effective strategy implementation in small- and medium-sized companies.

The authors adopted a systemic approach to articulate two instruments: social network analysis to identify the components that could affect strategy implementation, designing a conceptual model with this information, and analytical hierarchy process to validate the resulting construct.

The factors for effectively implementing strategies relate to the need for reinforcement, commitment, organizational culture, managerial skills, clear communication and involvement to reduce inconsistencies between the expected and current organizational state without neglecting coordination and management mechanisms.

This work is limited to organizational matters. This study was conducted in collaboration with medium-sized Mexican companies with the participation of 94 managers with 10 years of experience. Although the results are mathematically rigorous, increasing the number of participants could enhance the approach to the problem.

This study could encourage academics and practitioners to target resources more accurately and improve organizational relationships to bridge the gap between strategic planning and practical implementation.

This study contrasts with previous research in proposing a systemic perspective that integrates participants’ experiences, developing a construct to determine and prioritize the factors to be addressed in strategy implementation. Therefore, this work invites the adoption of the proposed method as a complementary path to enrich academic and professional exchange.

Identify some of the most relevant factors that trigger a private school's workforce to foster a sustainable competitive advantage by reinforcing the intrinsic job satisfaction and the levels of teacher self-efficacy, engagement and job performance.

Surveys were applied to private school teachers to assess their perception concerning the studied variables, data were tested at a confirmatory level using the partial least squares path modelling (PLS-PM).

Teachers with a high sense of self-efficacy and possessing elevated intrinsic satisfaction tend to be highly productive and results-oriented. Intrinsic job satisfaction is a key factor that influences more than extrinsic job satisfaction in the previously mentioned relationship.

Although the obtained results are constrained and apply to the Mexican context, we suggest that virtual limitation can be overcome by extending the study due to the proposed construct that can be applied in other regions or organizations.

Principals will need to develop mainly the intrinsic job satisfaction in the teaching staff, to improve the job and organizational performance. This should be accompanied, secondly, by factors that encourage extrinsic satisfaction such as fair pay or recognition.

Open up an alternative explanation, based on the evidence of this study, to the theory of social exchange, since the factor that most influences teacher’s citizenship behaviours is not extrinsic but intrinsic satisfaction. That is, it is not what the employee receives from the institution, but what the employee does or gives to the institution the source of satisfaction that will encourage greater job performance.